John Motichka

Assigned to Enlisted Plans & Policy Branch (OPNAV N132), develops and implements vital Force Management and Distribution Management policies, directly impacting ~ 270K Navy enlisted Sailors. These initiatives demonstrably improve fleet readiness by strategically reducing critical sea duty gaps and broadening career progression opportunities, fostering a more engaged and skilled workforce. I ensure alignment of human capital policies with CNP strategic guidance, streamlining HR administrative processes to enhance command focus on mission objectives. I coordinate with Fleet stakeholders to establish the CNP's annual benchmarks for the Retention Excellence Award (REA)/Best in Class (BIC), driving a culture of excellence in enlisted retention practices. Action Officer, I effectively manage and respond to inquiries from high-level authorities, including Congress, OSD, and SECNAV, on complex issues related to enlisted retention, force management, and continuum of service programs.

Progressed from Team Lead, Strategic Initiatives and Manpower Analysis (SIMA), to Director, Chief Human Capital (CHC), leading a team of 77 employees in providing comprehensive human capital management for the F-35 Joint Program Office (JPO). Directed the staffing of the organization with a highly skilled workforce and implemented programs for employee training, development, performance recognition, and talent management. Developed and implemented human capital policies impacting 5 Program Management Office (PMO) organizations and 17 Strategic Leadership Team (SLT) functional groups. Drove talent acquisition and retention initiatives and submitted staffing requirements for annual NAVAIRSYSCOM N98 Program Objective Memorandum (POM) Program Readiness Reviews (PRR). I also oversaw Infrastructure Services and Facilities (ISF), managing 170,000 square feet of leased office space, valued at ~$19 million per year, and directing renovation, reconfiguration, and maintenance projects.

Assigned to SEA 04CB, Business/Resource Management Division, within the Industrial Operations (SEA 04) Directorate, responsible for recruiting and staffing into critical positions aligned to world class naval shipyard (NSY) and Supervisor of Shipbuilding (SUPSHIP) activities throughout NAVSEA enterprise. Piloted a Position Management Review (PMR) initiative, empowering leadership to strategically prioritize and invest in critical staffing needs aligned with core mission objectives. Facilitated the SEA 04 response to the 2020 Stem-to-Stern (S2S) review, supporting the SECNAV's vision for a future integrated Naval Force Structure. Categorized positions based on their contribution to Fleet readiness (direct product, indirect support, or Cost of Doing Business [CODB]), revealing inefficiencies, barriers, duplicated efforts, and resource misalignments. The S2S review informed budget decisions aimed at cost reduction and organizational restructuring.

Organizational Realignment: To optimize organizational structures in the DON Secretariat, the DON/AA Total Force Management Division was realigned to the Office of the Assistant Secretary of the Navy, Financial Management and Comptroller (OASN (FM&C)), Fiscal Management and Budget Division (FMB-7). Led the Total Force Manpower Branch (FMB-74) team in providing comprehensive workforce management support to the Office of the Secretary of the Navy (SECNAV), its 6,000-member Secretariat, staff offices, and field activities. Provided critical inputs to annual Program Objective Memorandum (POM) budget formulation, briefing leadership on staffing plans and cost estimates. Implemented quality assurance measures that reduced hiring delays.

Leveraging expertise in human capital management and strategic planning, I directed the Total Force Management Division (TFMD) team in providing comprehensive workforce management support to the Office of the Secretary of the Navy (SECNAV), its 6,000-member Secretariat, staff offices, and field activities. Oversaw Planning, Programming, Budgeting, and Execution (PPBE) process, spearheaded workforce planning efforts, and provided data-driven inputs for the annual hiring plan submitted to the Office of Civilian Human Resources (OCHR) to project staffing requirements for hiring actions.

Assigned to Total Force Manpower Management Branch (SEA 10T3), I provided human capital support for NAVSEA's ~79,000 positions staffed by employees who engineer, build, buy, and maintain the Navy's ships and submarines and their combat systems. Coordinated the Planning, Programming, Budgeting, and Execution (PPBE) process, ensuring strategic resource allocations for NAVSEA enterprise. As Training Coordinator for a collaborative manpower Community of Practice (CoP) group, I organized cross-functional training events and promoted professional development opportunities for team members. Through mapping of the recruitment process, I streamlined SEA 10T3 team's role in review and routing of requests for personnel action (RPA) which increased efficiency and achieved a 99% error-free processing rate.

Promoted to Director, Total Force Manpower/Manning (N11), I led a team of 5 in overseeing comprehensive human capital management functions. Developed strategic work plans aligned with staffing levels, mission priorities, and resource availability. Provided oversight for the Position Management Board (PMB), reviewing hiring actions and providing recommendations to address mission shortfalls, process inefficiencies, and performance gaps. Managed workforce restructuring initiatives, adopting alternative service delivery models such as intergovernmental support agreements and outsourcing. Conducted rigorous cost comparison/benefit studies of current and projected programs, informing critical resource allocations to support shore-based services and infrastructure that enable the Fleet to operate globally and support Navy, Joint, and Interagency partners in the National Capital Region.